Now more than at any time in recent history, it is vital that you hire only the best candidates for new positions due to growth, expansion or venturing into new markets, services or products. It`s no secret that there are hundreds of thousands of unemployed nationwide. Many of these potential employees can bring creativity, dedication and excellent skills to a new position with your organization. I don`t care if you are hiring a new janitor, CEO or Administrative assistant if you want to ensure that you continue to grow profitably it`s critical that you only hire the best.
Who are the best? Who among the thousands of available potential candidates would bring just what you need to your next open position to ensure that you don`t make a rushed hiring decision, one that after a few weeks or months you will come to regret?
From your perspective here are a few things to consider. Hire attitudes and teach skills. It`s a lot easier to give a new employee the skills they need to perform than it is to change attitudes. When you hire skills only and disregard attitudes you are setting yourself up for on-going management challenges that can take more time than necessary. Experience is relative. I don`t care if a person has been selling for 30 years, that doesn`t mean they know how to sell.
Hire creativity and motivation. If you get 200 resumes for an open position ask yourself - Who wants the job, the most? Who is selling themselves with the most creativity, passion and professionalism? Ensure a culture fit. Putting a great new employee in the wrong culture based on the values of the individual and the core values of the organization will guarantee that you will be looking for the new hire`s replacement sooner rather than later.
Don`t hire under pressure. When you hire under pressure you will always rush the decision and make a mistake. I don`t care how important it is to fill the position, would you rather have the position vacant a little longer or put the wrong person in it? A toss up, you say? Think again. Get several perspectives. At least two or three other people should interview the final choices. These people are not necessarily evaluating their strengths but just getting a feel for the person and their mindsets and attitudes.
Job definition. Hire people who are looking for a career not just a job. Doesn`t matter what the position is you are better of hiring a `career minded` person than someone who just needs an income now.
Use evaluation instruments. Everyone has a perceptual filter that they tend to see through when evaluating a potential candidate. I call it the Halo effect. You only see what you want to see whether negative or positive traits. Using impartial evaluation instruments are not used for determining who to hire but to help you make amore informed and impartial decision. I offer several great tools for many of my clients if you are interested.
What`s important? Poor candidates tend to focus on the compensation, hours, benefits, travel etc while good candidates tend to focus on the roles and responsibilities and your expectations. There are a lot of great potential employees out there looking for work, a new career, a career change or a job. Your job is to find the best of the best and then hire them.
Source:
http://www.hrresource.com/articles/view.php?article_id=1360&page_number=12
Who are the best? Who among the thousands of available potential candidates would bring just what you need to your next open position to ensure that you don`t make a rushed hiring decision, one that after a few weeks or months you will come to regret?
From your perspective here are a few things to consider. Hire attitudes and teach skills. It`s a lot easier to give a new employee the skills they need to perform than it is to change attitudes. When you hire skills only and disregard attitudes you are setting yourself up for on-going management challenges that can take more time than necessary. Experience is relative. I don`t care if a person has been selling for 30 years, that doesn`t mean they know how to sell.
Hire creativity and motivation. If you get 200 resumes for an open position ask yourself - Who wants the job, the most? Who is selling themselves with the most creativity, passion and professionalism? Ensure a culture fit. Putting a great new employee in the wrong culture based on the values of the individual and the core values of the organization will guarantee that you will be looking for the new hire`s replacement sooner rather than later.
Don`t hire under pressure. When you hire under pressure you will always rush the decision and make a mistake. I don`t care how important it is to fill the position, would you rather have the position vacant a little longer or put the wrong person in it? A toss up, you say? Think again. Get several perspectives. At least two or three other people should interview the final choices. These people are not necessarily evaluating their strengths but just getting a feel for the person and their mindsets and attitudes.
Job definition. Hire people who are looking for a career not just a job. Doesn`t matter what the position is you are better of hiring a `career minded` person than someone who just needs an income now.
Use evaluation instruments. Everyone has a perceptual filter that they tend to see through when evaluating a potential candidate. I call it the Halo effect. You only see what you want to see whether negative or positive traits. Using impartial evaluation instruments are not used for determining who to hire but to help you make amore informed and impartial decision. I offer several great tools for many of my clients if you are interested.
What`s important? Poor candidates tend to focus on the compensation, hours, benefits, travel etc while good candidates tend to focus on the roles and responsibilities and your expectations. There are a lot of great potential employees out there looking for work, a new career, a career change or a job. Your job is to find the best of the best and then hire them.
Source:
http://www.hrresource.com/articles/view.php?article_id=1360&page_number=12
